Leadership and Organization Structure

explanatory Essay
1541 words
1541 words

Leadership and Organization Structure All organizations have structure; criminal justice is much like the military in regards to having a chain of command that delegates his/her authority downward from the major command element (Stohr & Collins, 2014). Max Weber defined the characteristics of a bureaucracy as the following: there must be a hierarchy of authority that has several levels each controlled by the one above them, each position is divided with no overlap of duties or responsibilities, there must be formal rules and procedures, the work environment must be impersonal and employment decisions must be based on technical qualifications (Stillman, 2010; Stohr & Collins, 2014). In a bureaucratic system, communication and policies flow down to employees as directives. To better understand the hierarchy of such organization we must look at what it entails. A bureaucratic management system is a centralized, rigid system that contains parts of a military structure, whereas, employees are armed, wear uniforms, badges, patches and other items (Stohr & Collins, 2014). Organizations can be formal or informal, open or closed however most law enforcement and courts operate under an open system and corrections operate under a closed system (Stohr & Collins, 2014). Prisons can be compared to military installations; both are off limits to the general public thus creating an air of secrecy about the things that transpire behind the fences. Although the different criminal justice organizations have similar attributes there are certain characteristics that determine the structure: how work is assigned, tasks employees are assigned, how far organizational control reaches, if organizations fall under one authority or is delegated to l... ... middle of paper ... ...legram & Gazette Retrieved from Northouse, P. (2013). Leadership: theory and practice. Thousand Oaks: Sage Publications, Inc. Retrieved from Peak, K.J. (2007). Justice administration: Police, courts, and corrections management (5th ed.) Prentice Hall. Pearson Education. Stillman, R. J.(2010). Public administration: Concepts and cases. Cengage Learning. Retrieved from =frontcover#v=onepage&q&f=false Stohr, M. K., & Collins, P. A. (2014). Criminal Justice Management: Theory and Practice in Justice-Centered Organizations (2nd ed.). New York, NY: Routledge Press. Zalman, M. (2010). Criminal procedure: Constitution and society (6th ed.).Prentice Hall. Pearson Education.

In this essay, the author

  • Explains that criminal justice has a chain of command that delegates authority downwards from the major command element. max weber defined bureaucracy as having hierarchy of authority, formal rules and procedures, impersonal work environment and technical qualifications.
  • Explains that in a bureaucratic system, communication and policies flow down to employees as directives.
  • Explains that organizations can be formal or informal, open or closed, but most law enforcement, courts, and corrections operate under an open system. prisons and military installations are off limits to the public thus creating an air of secrecy.
  • Explains that although different criminal justice organizations have similar attributes, there are certain characteristics that determine the structure.
  • Explains that law enforcement agencies exist at the city, county, state and federal levels and have a formal organization.
  • Opines that directives flow from the top echelon to the middle and then the lowest level. in law enforcement, it is common thought that at certain times of the month speeding tickets seem to increase.
  • Opines that holding employees accountable is paramount, but more time is spent micromanaging instead of reviewing the results of their actions can be detrimental to the work environment.
  • Explains that their father and brother were police chiefs in small towns. they knew every police code and operated the police radio. politics via democratic accountability played a large role.
  • Opines that criminal justice organizations are creatures of their environment and that characteristic affects practice, policies, and funding. the constant micromanaging and political pulling causes stress, internal strife and redirects resources.
  • Explains that although formal in nature, the courts are structured more like a decentralized organization where the judge, defense attorney and prosecutor wear no uniform, no gun and no badge and in some ways act independently.
  • Explains that the united states constitution is the foundation on which all laws are built. by using a formal structure, the court can ensure fair and objective treatment ensuring the constitutional rights of those that enter.
  • Explains that in the correction system, the bureaucratic structure is formal with directives flowing downward plus the actors wear uniforms, badges and are armed.
  • Explains that bureaucracies can have a dual nature. information flows downward, allowing for greater control over policies, but the strict delegation of tasks makes it rigid.
  • Explains that leaders play a vital role within an organization, as they organize, communicate, build teams, and set the tone of the environment and coach employees to fulfill organizational goals.
  • Explains stohr and collins' leadership theories, which focus on personal attributes, behavioral theory and situational/contingency theory. path-goal styles are directive, supportive, participative and achievement-oriented.
  • Explains that situational leaders adapt their leadership style based on job and personnel demands or needs. they use telling, selling, participatory, and delegation.
  • Explains that in the selling or coaching style, emphasis is on tasks, as well as, employee relationship and most of the direction comes from the leader and uses persuasion to garner buy-in from employees.
  • Explains the participatory or supporting style, where the emphasis is placed on employee relationship with low interest on tasks and the leaders share the decision making process with employee’s, but may act as a facilitator by showing support but giving minimum direction.
  • Explains that in the delegating style, emphasis is not placed on employee relationship or tasks and leader turns all power over to employee by telling what needs to be accomplished and letting the employee decide the best course of action.
  • Explains that path-goal styles are directive, supportive, participative, and achievement-oriented. change leaders evoke change by promoting a passion within employees to step outside the box.
  • Describes the advantages and disadvantages of a bureaucratic organization structure.
  • Explains northouse's leadership theory and practice. sage publications, thousand oaks, inc.
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